INTERNATIONAL TAX COOPERATION Perspectives from the Global South

Total Page:16

File Type:pdf, Size:1020Kb

INTERNATIONAL TAX COOPERATION Perspectives from the Global South INTERNATIONAL TAX COOPERATION Perspectives from the Global South Edited by Manuel F. Montes, Danish and Anna Bernardo INTERNATIONAL TAX COOPERATION PERSPECTIVES FROM THE GLOBAL SOUTH Editors Manuel F. Montes, Danish and Anna Bernardo International Tax Cooperation Perspectives from the Global South South Centre POB 228, Chemin du Champ d’Anier 17 1211 Geneva 19, Switzerland © South Centre [2019] Printed by Schoechli Impression & Communication SA Technopôle 2 – 3960 Sierre This book is published by the South Centre. Reproduction of all or part of this publication for educational or other non-commercial pur- poses is authorized without prior written permission from the copy- right holder provided that the source is fully acknowledged and any alterations to its integrity are indicated. Reproduction of this publi- cation for resale or other commercial purposes is prohibited without prior consent of the copyright holder. The views expressed in this pub- lication are the personal views of the authors and do not necessarily represent the views of the South Centre or its Member States. Any mistake or omission in the text is the sole responsibility of the authors. ISBN 978-92-9162-049-4 ABOUT THE SOUTH CENTRE In August 1995 the South Centre was established as a permanent in- tergovernmental organization of developing countries. In pursuing its objectives of promoting South solidarity, South-South coopera- tion, and coordinated participation by developing countries in in- ternational forums, the South Centre has full intellectual indepen- dence. It prepares, publishes and distributes information, strategic analyses and recommendations on international economic, social and political matters of concern to the South. The South Centre enjoys support and cooperation from the governments of the countries of the South and is in regular working contact with the Non-Aligned Movement and the Group of 77 and China. The Centre’s studies and position papers are prepared by drawing on the technical and intellectual capacities existing within South governments and institutions and among individuals of the South. Through working group sessions and wide consultations, which involve experts from different parts of the South, and sometimes from the North, common problems of the South are studied and experience and knowledge are shared. TABLE OF CONTENTS PREFACE ....................................................................................... xiii ABOUT THE AUTHORS .............................................................. xvii CHAPTER 1 INTRODUCTION ............................................................................. 1 Danish, Manuel F. Montes, Daniel Uribe, Monica Victor CHAPTER 2 DEVELOPING COUNTRIES AND THE CONTEMPORARY INTERNATIONAL TAX SYSTEM : BEPS AND OTHER ISSUES .. 13 Marcos Aurélio Pereira Valadão I. INTRODUCTION ......................................................................... 13 II. THE CONTEMPORARY INTERNATIONAL TAX SYSTEM ............ 13 III. BEPS AND DEVELOPING COUNTRIES, AND SOME ASPECTS OF BRAZILIAN PRACTICES ..................... 16 IV. OTHER ASPECTS ....................................................................... 24 V. FINAL REMARKS ...................................................................... 26 CHAPTER 3 INTERACTION OF TRANSFER PRICING & PROFIT ATTRIBUTION: CONCEPTUAL AND POLICY ISSUES FOR DEVELOPING COUNTRIES ................................................. 27 Vinay Kumar Singh I. INTRODUCTION ......................................................................... 27 II. CONCEPTUAL ISSUES RELATED TO TAXING PROFITS ........... 27 II.1 FACTORS THAT CONTRIBUTE TO PROFITS OF ENTERPRISES ���� 27 II.2 JUSTIFICATION OF TAXATION IN A GLOBALIZED ECONOMY : THE BENEFIT PRINCIPLE ����������������������������� 29 II.3 RECOGNITION OF SALES AS AN ACTIVITY THAT CREATES VALUE FOR THE ENTERPRISE ................ 31 II.4 TP AS A TOOL TO PREVENT ARTIFICIAL SHIFTING OF PROFITS ...................................................... 33 vi III. TREATY PROVISIONS & CHANGES IN ARTICLE 7 IN 2010 BY THE OECD ................................................................ 35 III.1 TP PROVISIONS IN TAX TREATIES ................................... 35 III.2 TREATY PROVISIONS FOR ATTRIBUTING PROFITS TO PE .. 35 III.3 OECD/UN GUIDANCE ON METHODS FOR APPORTIONMENT FOR ATTRIBUTING PROFITS .............. 36 III.4 CHANGES IN ARTICLE 7 IN THE OECD MTC & ITS THREE DIFFERING VERSIONS ...................... 37 III.5 IMPLICATIONS OF CHANGES IN ARTICLE 7 BY OECD ..... 38 IV. LIMITATION OF FAR BASED PROFIT ATTRIBUTION ................ 38 IV.1 INCOMPATIBILITY OF OMITTING SALES WITH ECONOMIC THEORY AND COUNTRY PRACTICES ������������������������������� 39 IV.2 C ONCEPTUAL PROBLEMS IN APPLYING TP METHODS FOR PROFIT ATTRIBUTION ....................... 41 IV.3 PRACTICAL CONSTRAINTS: COMPLEXITIES, HIGH COSTS, TAX DISPUTES & TAX AVOIDANCE............ 43 IV.4 DEVELOPING COUNTRY PERSPECTIVE: THREAT OF VICIOUS CYCLE FROM TAX BASE EROSION ..................... 45 V. OPTIONS AVAILABLE & INFORMED CHOICES .......................... 45 V.1 OPTIONS FOR TP UNDER ARTICLE 9 OF TAX TREATIES .... 46 V.2 OPTIONS FOR PROFIT ATTRIBUTION TO PE .................... 47 V.3 OPTIONS UNDER ARTICLE 7 BASED ON UN MTC/ PRE-2010 OECD MTC ............................. 47 V.4 OPTIONS UNDER ARTICLE 7 BASED ON REVISED OECD MODEL TAX CONVENTION (2010) ...................................... 50 VI. CONCLUSIONS AND RECOMMENDATIONS ............................... 51 CHAPTER 4 TRANSFER PRICING: CONCEPTS AND PRACTICES OF THE “SIXTH METHOD” IN TRANSFER PRICING ............................. 53 Verónica Grondona I. INTRODUCTION ......................................................................... 53 II. THE PROBLEM OF THE VALUATION OF COMMODITIES .......... 54 III. ACTUAL POLICY EXPERIENCE ................................................. 56 III.1 LEGAL FRAMEWORK AND COURT DECISIONS IN ARGENTINA ................................................................... 57 vii III.2 OTHER SIMILAR SYSTEMS IN LATIN AMERICA .............. 64 III.3 IMPLEMENTATION IN AFRICAN COUNTRIES ................... 68 IV. ANALYSIS OF THE POLICY’S IMPACT AND LESSONS LEARNT FROM ARGENTINA ................................................................... 70 V. CONCLUSIONS AND RECOMMENDATIONS .............................. 78 REFERENCES ................................................................................ 80 APPENDIX 1 ................................................................................... 83 CHAPTER 5 IMPROVING TRANSFER PRICING AUDIT CHALLENGES IN AFRICA THROUGH MODERN LEGISLATION AND REGULATIONS ..................................................................... 87 Thulani Shongwe I. INTRODUCTION ......................................................................... 87 II. INCREASING COMPLIANCE AND BUILDING A POSITIVE RELATIONSHIP BETWEEN TAX ADMINISTRATION AND TAXPAYERS .............................................................................. 89 III. AUDITING A MULTINATIONAL IS A DIFFERENT BALL GAME .... 91 IV. APPROACHES AVAILABLE TO TAX ADMINISTRATIONS FOR TP AUDITS ......................................................................... 93 V. THE CHALLENGES OF AUDITING COMMODITY TRANSACTIONS �� 94 VI. NEW LEGISLATION AND REGULATIONS : A NEW BALL GAME ............................................................... 96 VII. PRICING COMMODITIES AND THE CHALLENGES FACED BY AUDITORS................................................................ 99 VIII. NEW LEGISLATION FOR COMMODITIES ................................. 101 IX. ATAF SUGGESTED APPROACH TO DRAFTING TRANSFER PRICING LEGISLATION AND SOME EXAMPLES OF ITS PRACTICAL USE ............................................................. 106 X. CONCLUSION AND RECOMMENDATIONS .............................. 110 ANNEX ........................................................................................ 112 viii CHAPTER 6 EXCHANGE OF INFORMATION: INDIAN EXPERIENCE, DEVELOPING COUNTRY IMPLICATIONS .............................. 115 Jahanzeb Akhtar I. INTRODUCTION ....................................................................... 115 II. EXCHANGE OF INFORMATION UPON REQUEST (EOIR) IN INDIA .. 117 II.1 LEGAL FOUNDATION & ADMINISTRATIVE SET UP ........... 117 II.2 STUDY ON END USER EXPERIENCE WITH EOIR 9............... 11 III. AUTOMATIC EXCHANGE OF INFORMATION (AEOI) IN INDIA 3.... 12 III.1 FATCA THROUGH IGA ........................................................ 124 III.2 COMMON REPORTING STANDARDS (CRS) FOR AEOI 6... 12 III.3 COUNTRY BY COUNTRY REPORTING (CbCr) ................... 128 IV. REFLECTIONS AND LESSONS FOR DEVELOPING COUNTRIES ��� 131 IV.1 POLITICAL WILL ................................................................... 131 IV.2 SHARING COST-BENEFIT INFORMATION ......................... 132 IV.3 MULTILATERAL SHOULD REMAIN MULTILATERAL 3...... 13 IV.4 T RANSPARENCY STANDARDS UNMATCHED TO DEVELOPMENT LEVELS ................................................. 134 IV.5 INFORMATION USE BEYOND TAX PURPOSE ..................... 135 IV.6 A LL TOGETHER FOR FINANCING SDGS .......................... 135 V. CONCLUSION........................................................................ 136 REFERENCES ............................................................................... 138 CHAPTER 7 ILLICIT FINANCIAL FLOWS : CONCEPTUAL AND PRACTICAL ISSUES ........................... 143 Irene Ovonji-Odida and Algresia Akwi-Ogojo I. INTRODUCTION ......................................................................
Recommended publications
  • Notice of Annual General Meeting of Shareholders and 2021 Proxy
    Bunge 2021 Proxy Statement Bunge 2021 Proxy Notice of Annual General Meeting of Shareholders and 2021 Proxy Statement March 23, 2021 FSC insignia is FPO. Broadridge to update as necessary. Bunge’s COVID-19 Response No review of 2020 would be complete without noting how COVID-19 touched everything that Bunge did. Our Customers Bunge was deemed an essential organization in delivering Bunge’s ability to keep operating was important as we food, feed and fuel to the world, enabling us to continue are a critical industry whose purpose is to connect farmers to operate our facilities around the globe. As the breadth to consumers to deliver essential food, feed and fuel of the pandemic became clear, we focused on three to the world. Bunge views our farmers and customers key areas: as key partners in the value chain so as countries and communities faced increased restrictions imposed by 1 Ensuring the health and safety of our colleagues; local and national governments, we were ready to help. Companies that provide packaged foods saw extreme 2 Serving our customers; and demand increases as families moved to eating at home. 3 Supporting the communities where we operate. We were able to work with them so they could continue to supply their retail consumers. For our foodservice customers, we helped them manage swings in demand Our Colleagues as lockdowns shifted to restaurant re-openings. Our At Bunge, safety is at the core of who we are. Our collaborative approach garnered recognition from a approach to caring for each other — Stop. Think. Protect. number of our key accounts who appreciated our — worked well in adapting to the COVID environment.
    [Show full text]
  • Global Sustainability Report 2020
    2020 Global Sustainability Report Foreward Letter from Greg Heckman CEO, Bunge Our 2020 Global Sustainability Report provides an overview of our performance and key activities from 2019 into the first half of the current year. The report meets GRI Standards - Core option, and satisfies basic components of SASB Standards. The report content encompases information found across the web pages of bunge.com, in 2019 was a year of change and progress at Bunge. particular the pages of bunge.com/sustainability. We began the year by establishing our strategic priorities of driving operational We hope you enjoy reading our 2020 Global Sustainability Report! performance, optimizing our portfolio, and improving our financial discipline. Guided by these priorities, we successfully navigated a challenging and complex external environment marked by trade disputes, livestock disease in major demand destinations, as well as a late U.S. harvest. In addition to these external factors, we also implemented significant internal improvements. Throughout 2019, Bunge continued to integrate sustainability across every level of our value chains. During a time when the linkages between climate change and food security are more apparent than ever, we are committed to doing our part and using our scale Contents and influence to help lead the industry forward. We believe that the sector in which we operate positions us to unite actions across the food value chain to future-proof our Letters from leadership 2 food system. To achieve this and meet the challenges of the 21st century, we have defined Our sustainability approach 4 sustainability goals — incorporating activities and commitments that will enable robust Governance 5 action on climate change, promote responsible supply chains, and ensure accountability Materiality 5 for all that we do.
    [Show full text]
  • Doing Business in Argentina Contents
    This publication is a joint project with Doing business in Argentina Contents Executive summary 4 Disclaimer Foreword 6 This document is issued by HSBC Bank (Argentina) Company Limited Introduction – Doing business in Argentina 8 (the ‘Bank’) in Argentina. It is not intended as an offer or solicitation for business to anyone in any Conducting business in Argentina 13 jurisdiction. It is not intended for distribution to anyone located in or Taxation in Argentina 18 resident in jurisdictions which restrict the distribution of this document. Audit and accountancy 29 It shall not be copied, reproduced, transmitted or further distributed Human Resources and Employment Law 34 by any recipient. Trade 37 The information contained in this document is of a general nature Banking in Argentina 40 only. It is not meant to be comprehensive and does not HSBC in Argentina 43 constitute financial, legal, tax or other professional advice. You Country overview 44 should not act upon the information contained in this publication without Contacts and further information 46 obtaining specific professional advice. This document is produced by the Bank together with PricewaterhouseCoopers (‘PwC’). Whilst every care has been taken in preparing this document, neither the Bank nor PwC makes any guarantee, representation or warranty (express or implied) as to its accuracy or completeness, and under no circumstances will the Bank or PwC be liable for any loss caused by reliance on any opinion or statement made in this document. Except as specifically indicated, the expressions of opinion are those of the Bank and/or PwC only and are subject to change without notice.
    [Show full text]
  • The Politics of Taxation in Argentina and Brazil in the Last Twenty Years of the 20Th Century
    THE POLITICS OF TAXATION IN ARGENTINA AND BRAZIL IN THE LAST TWENTY YEARS OF THE 20TH CENTURY DISSERTATION Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Hiram José Irizarry Osorio, B.S. & M.A. ***** The Ohio State University 2005 Dissertation Committee: Approved by: Professor R. William Liddle, Adviser ___________________________ Professor Richard P. Gunther Adviser Professor Marcus Kurtz Graduate Program in Political Science ABSTRACT What explains changes in tax policy and its direction and magnitude? More specifically, what explains changes in taxation centralization, progressivity, and level? This dissertation addresses these questions in a comparative way, by studying Argentina and Brazil’s taxation experiences during the 1980s and 1990s. The main reason for choosing these two cases derives from the occurrence of tax policy reforms in both cases, but different in extent and nature, which is the central explanatory concern of this dissertation. Throughout the literature, explanations of change have had a focus on crisis environments, crisis events, and/or agency. Although all of them present some truth and leverage in order to gain an understanding of change taking place, some middle-range explanation is lacking. By this I mean, crises based explanations remain at a high structural level of explanation, while agency based explanations become extremely micro-focused. Though crises present windows of opportunity for changes to take place, they do not guarantee them. Furthermore, changes still have taken place without crises. Thus, crises-based explanations are not necessary or sufficient type of explanations of ii change.
    [Show full text]
  • Optimal Benefit-Based Corporate Income
    Optimal Benefit-Based Corporate Income Tax Simon M Naitram∗ Adam Smith Business School, University of Glasgow June 26, 2019 Abstract I derive an optimal benefit-based corporate tax rate formula as a function of the public input elasticity of profits and the (net of) tax elasticity of profits. I argue that the existence of the corporate income tax should be justified by the benefit-based view of taxation: firms should pay tax according to the benefits they receive from the use of the public input. I argue that benefit-based corporate taxation is normatively fair. Since the public input is a location-specific factor, a positive benefit-based corporate tax rate is also feasible even in a small open economy. The benefit-based view gives three clear principles of corporate tax design. First, we should tax corporate profits at source. Second, the optimal tax base is location-specific rents. Third, profit shifting is normatively wrong. An empirical application of the formula suggests the optimal benefit-based corporate tax rate on public corporations in the United States lies in the range of 35 to 52 percent. JEL: H21; H25; H32; H41 Keywords: benefit principle; optimal corporate tax; public input 1 Introduction The view that `corporations must pay their fair share' dominates public opinion. In 2017, Amer- icans' biggest complaint about the federal tax system was the feeling that some corporations do not pay their fair share of tax. Sixty-two percent of respondents said they were bothered `a lot' by corporations who did not pay their fair share (Pew Research Center, 2017a).
    [Show full text]
  • Bunge Sustainability Report 2007 Edition Brazil Bunge Sustainability Report – 2007 Edition
    Bunge Sustainability Report 2007 edition Brazil Bunge Sustainability Report – 2007 edition Responsible Growth We have overcome the industry crisis by restructuring our operations, focusing on business sustainability The Brazilian agribusiness industry endured a During 2006 conditions in the industry gradually strongly depressed market during 2005-2006, improved, and Bunge continued with its caused by weather and structural issues, such operational and strategic restructuring to achieve as appreciation of the Brazilian currency – the higher efficiency and productivity, improved real, high transportation costs and an inefficient information flow and better decision making. tax structure. With operations across the food production chain, Bunge faced difficulties. Our relationships with important stakeholders were also highlighted. Bunge’s Customer Focus Bunge took a series of steps to overcome these initiative, implemented at the start of the year, difficulties and to ensure better performance became a regular part of our operations. This in our operations: originating, crushing and initiative reflects our strategic priorities: get exporting grains and derivatives; mining and closer to our customers, better understand their producing fertilizers and animal nutrition raw needs and offer them the best products and materials; and creating food products for a wide services in the market. range of consumers. We are committed to furthering the well-being In order to improve competitiveness by of the communities in which we operate, and decreasing costs, we had to review our headcount, in 2006 we continued our outreach to our promoting dismissals from directors to factory stakeholders through Fundação Bunge (Bunge employees – a dramatic means, avoided up to the Foundation) and other activities.
    [Show full text]
  • The Relationship Between MNE Tax Haven Use and FDI Into Developing Economies Characterized by Capital Flight
    1 The relationship between MNE tax haven use and FDI into developing economies characterized by capital flight By Ali Ahmed, Chris Jones and Yama Temouri* The use of tax havens by multinationals is a pervasive activity in international business. However, we know little about the complementary relationship between tax haven use and foreign direct investment (FDI) in the developing world. Drawing on internalization theory, we develop a conceptual framework that explores this relationship and allows us to contribute to the literature on the determinants of tax haven use by developed-country multinationals. Using a large, firm-level data set, we test the model and find a strong positive association between tax haven use and FDI into countries characterized by low economic development and extreme levels of capital flight. This paper contributes to the literature by adding an important dimension to our understanding of the motives for which MNEs invest in tax havens and has important policy implications at both the domestic and the international level. Keywords: capital flight, economic development, institutions, tax havens, wealth extraction 1. Introduction Multinational enterprises (MNEs) from the developed world own different types of subsidiaries in increasingly complex networks across the globe. Some of the foreign host locations are characterized by light-touch regulation and secrecy, as well as low tax rates on financial capital. These so-called tax havens have received widespread media attention in recent years. In this paper, we explore the relationship between tax haven use and foreign direct investment (FDI) in developing countries, which are often characterized by weak institutions, market imperfections and a propensity for significant capital flight.
    [Show full text]
  • Business Disruption: Transfer Pricing Issues and Considerations for the Real Estate Investment Trust Industry
    Tax Insights from Transfer Pricing and Real Estate Business Disruption: Transfer pricing issues and considerations for the real estate investment trust industry May 5, 2020 In brief The current crisis has caused significant business disruption for almost every industry, but with particular impact on certain industries. Many real estate investment trusts (REITs) face difficulties as their tenants struggle to meet lease obligations, their real estate assets decline in value, and the ability of their employees to work remotely is challenged. Like many other businesses, REITs must adjust their operations to deal with business disruption arising from the current environment. For a REIT that has taxable REIT subsidiaries (TRSs), its transfer pricing policies can play a key role in its ability to respond to these challenges. This is because TRSs provide REITs with the increased operational flexibility to enter into transactions that may not be permissible for the REIT itself. However, when REITs enter into — or revise — transactions with TRSs based on changes in market conditions, careful consideration should be given to the rules governing the taxation of REITs and TRSs under Sections 856 and 857, as well as the transfer pricing rules under Section 482. Not doing so could result in unexpected excise taxes, REIT compliance concerns, and liquidity issues. The following summarizes common transactions between REITs and TRSs and key issues that should be considered from an income tax perspective. In detail Leases of property from a REIT to a TRS Leases from REITs to TRSs are prevalent where a REIT holds certain classes of property, such as hotels or assisted living facilities.
    [Show full text]
  • Bunge Brazil Streamlines Accounts Payable with Automated Invoice
    Success story Bunge Brazil Industry • Agribusiness & food industry Solutions ™ • OpenText Vendor Invoice Management ® for SAP Solutions Bunge Brazil streamlines accounts ™ • OpenText Invoice Capture Center ® for SAP Solutions (ICC) payable operations with automated invoice management Global agri-food company saves time, money and resources with OpenText Suite for SAP® Results Automated and streamlined TM invoice processing, with seamless “We found 20% to 30% in cost savings with OpenText SAP integration Vendor Invoice Management for SAP® Solutions, and we are Achieved cost savings of up to 30% now able to process roughly 12,000 invoices per month with 50% less FTEs.” Reduced AP resource Rogério Almeida requirements by up to 50% Financial Manager Bunge Brazil Accelerated invoice approval and payment cycles by 20% Bunge Brazil streamlines accounts payable operations with automated invoice management Bunge Limited is a global agribusiness and food company operating in Rogério shared several elements that were critical to the successful VIM “OpenText is a potential more than 40 countries, with over 30,000 employees. Bunge’s South deployment: “In moving from manual to digital processes, we had to American operations account for a substantial part of the business— map and document everything—the workflow, the stakeholders and global partner for Bunge, it leads in grain, soybean, wheat and sugarcane production and has the communications. The OpenText VIM solution helped us define with capabilities in many more than 100 offices in Brazil alone. Throughout its rich 200-year and implement controls and rules in our invoice processes, which we history, Bunge has always aimed to be best in class and is continuously didn’t have before.” areas that are important searching for more efficient ways of doing things.
    [Show full text]
  • Base Erosion and Profit Shifting (BEPS)
    Base Erosion and Profit Shifting (BEPS) BEPS Action 7 Additional Guidance on the Attribution of Profits to Permanent Establishments 4 October 2017 2 TABLE OF CONTENTS AFME and UK Finance .................................................................................................................. 5 Andrew Cousins & Richard Newby ............................................................................................... 8 Andrew Hickman ............................................................................................................................ 13 ANIE (Federazione Nazionale Imprese Elettrotecniche ed Elettroniche) ....................................... 19 Association of British Insurers ....................................................................................................... 22 BDI ...... .......................................................................................................................................... 24 BDO...... .......................................................................................................................................... 26 BEPS Monitoring Group ................................................................................................................ 29 BIAC ... .......................................................................................................................................... 47 BusinessEurope .............................................................................................................................
    [Show full text]
  • Valuations for Financial Reporting and Transfer Pricing Purposes, We Have Selected a Few Areas Where We Frequently See Variations, Including
    Bridging the Divide: March 6, 2019 Valuations for Financial Reporting and Tax/Transfer Pricing Nate Levin, Managing Director, Valuation Advisory Susan Fickling-Munge, Managing Director, Transfer Pricing Simon Webber, Managing Director, Transfer Pricing DUFF & PHELPS Duff & Phelps is the global advisor that protects, restores and maximizes value for clients in the areas of valuation, corporate finance, investigations, disputes, cyber security, compliance and regulatory matters, and other governance-related issues. We work with clients across diverse sectors, mitigating risk to assets, operations and people. M O R E T H A N 6 , 5 0 0 C L I E N T S 1 5 , 0 0 0 I N C L U D I N G ENGAGEMENTS O V E R PERFORMED IN 50% O F T H E 2017 S & P 5 0 0 T H E E U R O P E A N D A S I A 3,500+ AMERICAS MIDDLE EAST PACIFIC T O T A L 2 , 0 0 0 + 1000+ 500+ PROFESSIONALS PROFESSIONALS PROFESSIONALS PROFESSIONALS GLOBALLY BRIDGING THE DIVIDE WEBCAST 2 ONE COMPANY ACROSS 28 COUNTRIES WORLDWIDE E U R O P E A N D THE AMERICAS MIDDLE EAST ASIA PACIFIC Addison Grenada Princeton Abu Dhabi Dublin Munich Bangalore Melbourne Atlanta Houston Reston Agrate Brianza Frankfurt Padua Beijing Mumbai Austin Los Angeles St. Louis Amsterdam Lisbon Paris Brisbane New Delhi Bogota Mexico City San Francisco Athens London Pesaro Guangzhou Shanghai Boston Miami São Paulo Barcelona Longford Porto Hanoi Shenzhen Buenos Aires Milwaukee Seattle Berlin Luxembourg Rome Ho Chi Minh City Singapore Cayman Islands Minneapolis Secaucus Bilbao Madrid Tel Aviv* Hong Kong Sydney Chicago Morristown
    [Show full text]
  • Bunge Presentation to HIEA Community Advisory Panel [NOVEMBER 2013]
    Bunge Presentation to HIEA Community Advisory Panel [NOVEMBER 2013] 1 HIEA CAP PRESENTATION A Leading Global Agribusiness & Food Company Key Facts Employees: ~32,000 Facilities: ~400 Countries of Operations: 30+ Agribusiness Sugar & Bioenergy Food & Ingredients Fertilizer • A global leader in • 21 mmt sugarcane milling • Leading producer of oils, • Fertilizer operations oilseed processing capacity producing sugar, margarines & industrial in Brazil, Argentina • A global leader in grain ethanol and electricity fats in the Americas and the U.S. and oilseed marketing • #2 in global trade and Europe • Joint venture with and distribution • Growing oils position OCP in Morocco in Asia • Leading corn and wheat miller in the Americas 2 HIEA CAP PRESENTATION …With a 192-Year History Purchases edible oils company Walter Rau in Germany Builds largest U.S. soybean crushing and refining plant In Brazil, Establishes sells operations in Moves fertilizer Argentina to nutrients J.P.G. headquarters trade grain Makes first export of to U.S. and business Bunge soybeans from Brazil and adds founds creates international Opens first five new Bunge & Starts business soybean sugarcane Co. in in North America Builds first soy marketing processing plant in U.S. unit processing mills with Amsterdam plant in China Moema purchase 1859 1905 1938 1967 1997 1999 2002 2007 2009 1818 1884 1918 1945 70s & 80s 1998 2001 2005 2008 2010 Purchases Enters Brazilian Santa Juliana fertilizer market with sugarcane mill purchase of Serrana in Brazil Purchases Cereol In Brazil, to become the purchases soy world’s largest Expands into soy processor Brazil and processor enters the Ceval and Goes public on wheat milling begins NYSE and becomes Begins building an export Relocates acquisition of terminal in the U.S.
    [Show full text]